Christy Dorris

● Enjoyed the privilege of focusing on my family during an important stage of our journey. ● Supported my children through major transitions, while helping build healthier habits and life skills at home. ● Volunteered actively in school communities—roles included classroom support, library helper, fundraiser and tournament planner, flag-football referee, photographer, videographer and yearbook creator. ● Maintained professional connection through mentoring and consulting on topics including including network strategy, harmonizing financial and volume forecasting, and employee development and performance management. ● Strengthened perspective on leadership, resilience, and balance through family commitments and community service. ● Balanced responsibilities with meaningful adventures, from white-water rafting to international travel.

Overall accountability for the end-to-end direction, development and execution of our planning processes in Vision, a $5B business. Leveraging the delivery of our systems strategy to transform our planning capabilities and enable profitable growth across a global org of ~150 people.

Leading program management and execution of strategic initiatives for the J&J Vision supply chain network. Delivering network optimization strategy and progress against a series of projects.

Responsible for Insulin Delivery Animas products. Implemented supply chain strategies, goals and objectives for internal manufacturing of insulin infusion pumps. Led manufacturing site of 200 people supporting sales in excess of $200 million.

Provided project and process management expertise for Franchise priorities, acting as "Chief of Staff" for the Diabetes Leadership Team.

Led the Insulin Delivery Business Supply Chain, New Product Introduction and Lifecycle Management execution managing franchise specific resources while partnering with the MD&D Supply Chain organization. Starting in January 2013 took on special full-time project assignments including: Leading Strategic Project Team looking across all business functions (beyond supply chain) identifying business opportunities to achieve the 2020 strategic plan vision - for all Diabetes businesses including Lifescan and Calibra. During 2013 - 2014 had responsibilities for transformational business restructuring - this started with team membership for Supply Chain opportunity identification, extension to lead the Program Management Office for Supply Chain and eventually leading the Program Management Office across all functional activities for the Franchise.

Directed all aspects of US Supply Chain including Demand Forecasting, Supply Planning, Inventory Management, SIOP, Consignment Management, Returned Goods and Distribution of Clinical Product. Also responsible for Global Capacity Planning, recommending appropriate Supply Chains for New and Existing Products and recommending, then executing, old product phase-outs. * Delivered overall customer service targets for the year while reducing inventory DOS * Addressed critical employee morale issues, resulting in improved employee satisfaction. HR focus groups indicated increased engagement, trust and alignment within tenure. * Strong leadership role in coordinating strategic planning and operations execution surrounding catheter arbitration and product supply risk * Drove improvement in Sales and Operations Planning, including improved alignment with finance on commercial planning assumptions, dollarization of the financial impact of forecast changes to operations and increased commercial participation at the VP level * Led MD&D S&OP Improvement team before the MD&D Integration, and expanded responsibility through integration to rollout workstreams delivering results on 1-Maturity Assessment, 2-Performance Metrics, 3-Design, 4-Governance, 5-Education

Led a comprehensive Supply Chain team responsible for $1.1B in medical device sales constrained by short shelf life. Owner of S&OP process, SKU level forecasts, inventory targets and supply balancing decisions maximizing profitability for Drug Eluting Stents. Managed development planning team members delivering critical clinical and development builds and process improvements. * Delivered $18.9 million of savings utilizing tools such as Kaizen Events, Simulation and Scenario Planning to align disparate business decisions and bring accountability within product supply * Improved customer service (2006-7: 97%, 2008-9: 98-99%) through the optimization of inventory at points of distribution and customer consignment, while reducing inventory DOS by 25% * Planned and led new product launch supplying customers within 24 hours of FDA approval, exceeding planned gross revenues in first six months with 99% service and GP above plan * Championed savings in excess of $2 million annually from flexible lot sizes and cycle time reductions * Managed three-year strategic market analysis developing account and product line profitability scenarios with results presented directly to Global Management Board * Led risk management around uncertain timing of major competitive launch, managing inventory and capacity through >50% loss of share exceeding service, inventory and profitability goals * Leveraged statistics and standard alignment process to reduce forecast error (MAPE) to below 10% * Recommended next generation end-to-end supply chain design reducing handling, improving flexibility and responsiveness, and enabling late-stage customization while reducing system inventory by 50% * Led financial competency and Lean business case standardization project across Cordis Ops/QA

MBA Internship in the Global Market Development Organization * Led multiple projects and participated in leadership and strategy sessions for Global Planning * Collaborated with senior leaders to set data-based goals for Commercial Leaders and improve P&G financial forecast accuracy * Set process changes cascading to over 600 demand planners globally * Conducted pilot testing with major customer for proposed $50 million customer-data driven demand planning system investment; developed cost/benefit analysis to drive investment decision * Identified root causes of forecast inaccuracy and corresponding financial impact to the company.

Held roles of increasing responsibility as part of the corporate "Core Team" leading a Global SAP implementation incorporating Finance, HR, Procurement, Planning, Order Management, Manufacturing, Quality Management, Warehousing and Shipping. * Implemented new system at over 100 sites in 26 countries on-budget, ahead of schedule and without business interruption. * Leadership roles including: project lead for NA Electronic business unit (3 manufacturing teams), transition lead for manufacturing facilities in Mozzanica (IT), Bremen (DE), Buxton (UK), * Subject matter expert for Materials Management, Quality Management and Production Planning * Negotiated business process changes and implemented system changes with Joint Venture in Nara, Japan * Increased customer service rate by over 50% within three weeks of go-live facilitating cross-functional integrated business planning * Established business metrics and procedures to measure and drive stability in the post start-up period. Process was extended and deployed throughout the company * Coordinated global quality team, designed new processes, conducted business blueprint workshops, mapped existing businesses to newly designed best practices, executed system configuration and data design and migration, allocated resources and provided training and support for start-up. * Led cross-functional teams to standardize global business processes meeting the requirements of a diverse set of customers

* Delivered $700k of annual cost reduction by implementing changes to process conditions * Evaluated alternative technologies recommending best option for capacity expansion * Executed design and led successful start-up of new reactor system * Developed and installed a novel, simple spray scrubbing device to meet environmental regulations on time and under $100K budget for plant wastewater tank

* Supported construction activities associated with capacity expansion project or Crixivan, a critical AIDS drug * Validated equipment was installed and operational per FDA requirements and provided start-up troubleshooting

* Supported conversion of a multi-product facility to handle a new product launch. * Conducted hazard analysis study for kilo-lab production facility used to produce small quantities for clinical trials.

- Leaders for Manufacturing (LFM) Fellow; now LGO (Leaders for Global Operations) - Robert N. Noyce Scholarship recipient from Intel Corporation - Siebel Scholar: awarded for academic excellence and leadership - Charles Harrison Smith III peer award recipient for contributions to the LFM Program

- magna cum laude, Degree with Distinction - Study Abroad Winter 1997: Geneva, Switzerland - Eugene du Pont Memorial Distinguished Scholar – includes full tuition, room, board and stipend - Thesis/Undergrad Research: Protein separations using membrane technology